Morupule Coal Mines’ Lean Journey – Current status, successes and way forward

admin — Wed, 06 Nov 2019 22:00:00 +0000

Lapologang Laps Letshwenyo: Business Improvement Coordinator at Morupule Coal Mine in Botswana, presented MCM’s case study of business excellence and shared Morupule Coal Mine’s achievements at ODI’s recent conference held on the 29th August 2019 at Emperors Palace in Johannesburg. His topic was:

“MCM Lean Journey – Current status, successes and way forward”

Laps started with a background of MCM, including structure, resources, vision, mission, and values. He then shared the lean journey of MCM. He addressed the challenges, as well as the successes.

To manage change was one of the critical success factors.

Improvement and goals are monitored using the radar chart. These results he shared with the delegates, as well as how this fitted into their journey to be word class.

Many success stories were shared by Laps, including:

Reduced overtime.
Increased production.
Top safety achievements.

He stressed the importance of building a culture of Thinking People. Because of thinking people, and people living the values of MCM, improvements have been made in all QCDSM measures. There is a focus onsite of 100% accountability.

Laps believes that one must share the message of Continuous Improvement in a simple, understandable way, and that this would reduce any resistance against change.

He also believes in the importance of coaching your people. Coaches should:

Be present at invited engagements.
Live the change.
Share key change messages.
Interact with employees regularly.
Track the progress of the team.
Coach.

Below are some points that coaches should be aware off:

Laps really encouraged all delegates through his presentation, to be more involved and to carefully manage results.

To read more about the speaker presentations at our recent ODI conference where we celebrated 30 years of Operational Excellence, click on the following links:

Len Hansen – Consultant at Astral Operations, presented: “My Journey with Organisational Development International (ODI) since 1991.”
Esbe du Toit: Organisational Improvement Manager at Wispeco Aluminium, presented: “Celebrating Innovation … A snapshot of our journey towards world-class.”
Theo van Strijp: Managing Director at GFC, presented: “Grain Field Chickens: Road to Excellence Award.”
Forona Stephens: Human Resources Business Partner at GWK and her topic of discussion was: “Think Big, Start Small, Unlock Excellence.”
Wouter Olivier Managing Director of Sondor Performance Foams, presented: “People are the Foundation to Building a Culture of Continuous Improvement.”
Moemedi Merafhe: Strategy & Business Improvement Manager, Debswana Diamond Company and he spoke about : “MBA Lean Implementation Journey”
Nikki Moodley: Operations Improvement Executive, Astral Foods and her topic of discussion was “20 Keys… The Astral Way.”
Doug February – General Manager at Nampak, presented “Operational Excellence … Good to Great”

Author: Huibie Jones: MD at ODI

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Morupule Coal Mine & The 20 Keys System for Continuous Operations Improvement

admin — Mon, 15 Jul 2019 22:00:00 +0000

Visiting Morupule Coal Mine (MCM) is always something I look forward to. I like the country very much – especially the people, whom I find friendly, respectful and eager to learn. And there is nothing more wonderful than being in Botswana when it rains (and nothing more challenging when you are there in mid-summer, outside and doing a lot of walking)!

MCM is situated on the outskirts of Palaye, Botswana. Production of washed and thermal coal started in 1973, with Botswana Power Corporation (BPC), which is supplying power to Botswana situated next door to the mine, its main customer. MCM started in 2010 with implementing a customised version (tailored to coal mining) of the 20 Keys System for Continuous Operations Improvement. The senior management team committed to implementing a systemic and systematic approach for improving operations and have actively supported it since that time. Their commitment to such a system, over a long period of time, is an example of what is meant by having senior management support.

Matthews Bagopi, executive committee member, with a full plate of things to do as MCM Business Development Manager, is unwavering in his belief and commitment to the system. Reporting to him is Lapologang Lletshwenyo (Laps) who does an excellent job facilitating and supporting line management with the implementation. Laps’ role is an important one, as ODI’s experience, based on many implementations, indicates that without such internal focus and support of the implementation, improvement is, at best, sporadic and very difficult to sustain.

Since 2010 a number of week long visits are done every year to support their implementation of continuous operations improvement. The weeks differ in terms of objectives – sometimes support is given with a specific element (which is called a Pillar), for example Maintaining Machines and Equipment or Cost Efficiency and other times the 33 onsite teams are visited during which progress with priority Pillars and next steps for improvement are discussed.

These teams represent all people at the mine, from underground mining sections and underground support functions, the processing plant, all engineering functions, as well as all other surface supporting functions (Administration, Geology, Ventilation, Planning, HR, SHE, Purchasing, Clinic, Stores, and others). The Pillars of the MCM Business System are implemented in all these functions, tailored to the particular function. Engaging all people, from all organisational functions, is a critical success requirement for sustainable operations improvement.

With the last visit, during the first week of July 2019, the emphasis was on progress with three issues:

Short interval control measures, with triggers for action when deviations are observed. When triggers are observed, active supervision and management support, in the workplace, are important to quickly address issues
Improving cost effectiveness, that is, focusing on the monetary aspects of cost per ton as well as productivity and efficiency of work. MCM has excellent measures for managing cost, which is cascaded down to each team with aligned measures to keep the focus of everyone on managing cost. In addition, having time standards for tasks (in all functions, including supporting functions), with measurements and analysis of actual times vs. standard, support with the efficient use of time
Implementing cross functional small group activities (SGAs) for operations improvement. There is a saying that “most of the waste in the value stream, from suppliers to customers, is between the links in the value stream”. The focus at MCM is therefore to ensure that teams work effectively together and quickly address issues, from mining coal to delivering energy to customers.

It was energising to see the progress made, and also to meet old friends again. At the feedback session on the Friday commitment was expressed by the team for focusing on next steps.

Come and join ODI at their conference on 29 August 2019, where Laps will make a presentation on their journey to operations excellence. To read more about ODI’s conference on 29 August 2019, click here.

My privilege to award a trophy at the end of the week, to the best team

Most recent winners, the SHE team. Statistics indicate that MCM is also one of the safest mines in Africa!

Previous winners, Purchasing; implementing excellent cross functional SGAs

Previous winners, Accounts; actively participating with cost savings, also through cross-functional SGAs

Author: Johan Benadie – Director at ODI

The post Morupule Coal Mine & The 20 Keys System for Continuous Operations Improvement appeared first on ODI.

Morupule Coal Mine Archives - ODI

Morupule Coal Mines’ Lean Journey – Current status, successes and way forward

Morupule Coal Mine & The 20 Keys System for Continuous Operations Improvement